Posts by mbayer

Implementing LEAN in any organization requires an understanding of the dynamics of change, how they affect individuals in the organization and an ability to translate vision into terms people can understand and buy into. There is a misconception today that people are resistant to change. People are not resistant to change. People are resistant to being changed. […]

What should a business do when faced with the challenges we have outlined? Adapt to the ideal state, make the changes necessary to serve the customer in the best way possible. In our case the solution was to change the way we do business. The decision was made to close the restaurant and purchase a […]

How can a restaurant survive the issues we have identified and still fulfill its mission of providing quality tasty food for it’s customers? An analysis based on LEAN principles leads to the answer. LEAN looks at present of an organization and then looks forward to a future idea state. Let’s look at the factors that are […]

In every business, staffing us always a big issue. Looking at location of the restaurant, the issues seem to be magnified. It is located in a small town, population 200. When you need eleven staff to run your restaurant, finding those eleven is a big problem. Once you gave your staff in place you need […]

Let’s look at the restaurant from a LEAN perspective. What is the purpose of the business? Note we did not se the word restaurant. That immediately conjures up images in our minds. W want to be far more open minded. The business was cast up to provide quality, tasty food for its customers. Let’s […]

I have worked in many organizations implementing LEAN. Invariably the first perception of staff and some managers is that LEAN is extra work, adding to an already too busy a day. Organizations need to be positioned to accept and embrace a culture change from the old way of doing things to a new and better […]

The purpose of this process is to improve productivity, improve quality and improve safety. It is used to improve performance of a process. It is not used as a reason to clean up. It is used to improve a process once process design has been completed. Everyone should understand what they are trying to accomplish […]

Emergency department KPIs put are measures used to evaluate emergency department performance. KPIs are developed to benchmark all public hospital emergency departments and to measure the “success” (or otherwise) of emergency department performance. The KPI should be tracked on a daily basis and the results posted on the departmental gemba board and reviewed daily as […]

The first step on the LEAN journey is the organization realizing that there are clear, compelling and urgent reasons to change. In a world where we cannot do more with less because we are stretched far too thin already, we realize that we must start to work smarter. We need to examine our processes, and […]

There is a requirement for a gemba board in very department, including administration. The types of KPI they follow are different from a typical department in the hospital. Some of the clients we have worked with have followed the following KPI on their gemba boards. We have grouped them into basic categories: Quality […]

What Others Have Said…

Michael developed a LEAN program for our hospital. This involved training both managers and front line staff in LEAN and its application in every department. Two LEAN projects were conducted in an effort to reduce inventory. There was a reduction of $135,000 in pharmacy inventory and $200,000 reduction in OR inventory."
Richard E. D’Alberto, FACHE
President & Chief Executive Officer
Laurens County Hospital

"Michael is a great speaker. He is inspirational and knows his trade."
Lynn Yarbrough
OR, JMRC

"Great quality- appreciate his openness to field question on the spot"
Rita Jones
CEO, Dundy County Hospital